Developing a Lean Workforce

Chris Harris, coauthor of the 2005 Shingo Award winning book Making Materials Flow, is Vice President of Operations at Harris Lean Systems (www.harrisleansystems.com). Chris earned a Masters of Business Administration from the Falls School of Business at Anderson University and currently serves on the faculty of the Lean Enterprise Institute. Since 2001, he has worked with Harris Lean Systems to help numerous U.S. organizations implement lean manufacturing systems. Chris also teaches workshops on various lean manufacturing topics at various events and facilities throughout the United States. Rick Harris has coauthored two Shingo Prize Award winning books: Creating Continuous Flow and Making Materials Flow, published by James P. Womack and the Lean Enterprise Institute. One of the principal speakers at The Lean Enterprise Institute’s monthly lean confer[1]nce, Rick has also been a featured presenter at the University of Michigan Lean Manufacturing Conference, the European Lean Enterprise Institute Summit, the Maynard Forum, the PERA Conference, the Mississippi State Annual Lean Conference, the European AME Conference, the AME Conference in Chicago, the University of Kentucky Lean Leadership Forum, and the Lean Summit Brazil.

Chris and Rick Harris have simply and clearly cataloged the key human elements of deploying Lean. We have followed their practical implementation advice for several years. This book, like all their advice, is directly to the point. Their chapters convincingly reinforce that, '...Lean Manufacturing is about implementing productive and efficient systems, not just a lot of random tools'. I found the chapters on creating flexible workforces and developing group leaders particularly useful. Developing a Lean Workforce will be used as standard lean training in my company. --Steve Gudgel, Vice President, Operations, Remy Electrical AftermarketPractical tools and insights for companies as they begin their Lean transformation are hard to come by. Rick Harris' book does just that. It's based on real world experience and filled with 'lessons learned' that can help companies avoid the common mistakes that trip so many up as they begin taking the first steps on their Lean journey.--Kathryn A. Miller, Vice President, Lean Enterprise & Quality, Parker Hannifin CorporationThis book fills a void in the Lean literature by addressing the preparation, change in thinking and training required to manage a work force through a Lean transformation. Though much material is available dealing with the physical rearrangement of equipment and materials for a lean flow, good references for managing the people issues are hard to find. Included in the text are simple but effective lean training exercises for both the office and shop floor audiences. I believe this book should be required reading for Human Resource Managers in organizations implementing Lean systems.--David Saylor, Managing Director of Manufacturing, Masco Builder Cabinet Group

• Introduction Chapter 1 Understanding the Role of Human Resources in a Lean Facility Chapter 2 Preparing to Develop a Lean-Thinking Workforce Chapter 3 Lean 101 Chapter 4 Workplace Organization Chapter 5 Value Stream Maps Chapter 6 Continuous (One-Piece) Flow Chapter 7 Lean Materials Delivery Systems Chapter 8 Creating a Flexible Workforce Chapter 9 Developing Group Leaders (Supervisors) Chapter 10 Continually Improving Your Workforce Through New Hires, Promotions, and Ongoing Training Index